ORG&MGT REVIEWER.pdf

Organization and Management MANAGEMENT - art of getting things done through other people (Mother of Modern Management, Mary Parker Follett) -art of being able to know what needs to be done and that making sure that it will be achieved in the most economical way. (Frederick W....

Organization and Management MANAGEMENT - art of getting things done through other people (Mother of Modern Management, Mary Parker Follett) -art of being able to know what needs to be done and that making sure that it will be achieved in the most economical way. (Frederick W. Taylor) EFFECTIVENESS - being able to yield or generate the desired result EFFICIENCY - being able to produce maximum output with the use of minimum input without waste of resources MANAGER - a person who fulfills the fundamental managerial functions such as planning, organizing, manning, directing and controlling PLANNING - setting the organization’s goals or performance objectives ORGANIZING - the set goals to be put into action, in this stage that funds are made sure to be available STAFFING - Different job positions are identified with consideration to the size of the organization - A manager must make sure that he/she hires the right person for the right job LEADING / DIRECTING - employees must be well-motivated and influenced to give their best CONTROLLING - evaluate whether the organization’s performance is on track, corrections and adjustment are done SCIENTIFIC MANAGEMENT THEORY (TAYLORISM) - promotes the use of scientific approaches to decision-making in management, using step by step procedures GENERAL ADMINISTRATIVE THEORY - based on the idea of departmentalization, focuses on the manager’s functions and good management practices TOTAL QUALITY MANAGEMENT THEORY (TQM) - gives utmost attention and detail on customer needs, expectations and their satisfaction. ORGANIZATIONAL BEHAVIOUR (OB) APPROACH THEORY - the behavior, actions and conduct of worker in the workplace must be studied HENRY FAYOL & MAX WEBER - the major contributors to the General Administrative Theory FREDERICK W. TAYLOR - Father of Scientific Management ROBERT OWEN - Father of Personnel Management, proposed that workplace conditions must be improved MARY PARKER FOLLETT – she stressed that working in groups is more important than working individually HUGO MUNSTERBERG - Father of Industrial/ Organizational Psychology, stressed the importance of having cooperation within the organization being a social system CHESTER BARNARD - viewed organizations as cooperative systems because it is composed of at least two persons working together for a common end WORK DIVISION – workers must have work specialization AUTHORITY – gives managers the right to give orders DISCIPLINE - individuals must submit to rules and directions that govern the organization UNITY OF COMMAND - orders and directives must come from one administrator UNITY OF DIRECTION - employees must be guided by one plan of action SUBORDINATION OF INDIVIDUAL TO THE GROUP - group interest must prevail over individual interest REMUNERATION - payment of fair pay or the proper compensation to employees must be observed CENTRALIZATION - decision making should not only come from the top but should be balanced SCALAR CHAIN OF AUTHORITY - promoting constant contact from the top-level managers down to the lowest rank/level of employees ORDER - necessary resources should be provided/ at hand EQUITY - fair and good treatment among employees is a must STABILITY OF TENURE - hiring the right people for the job INITIATIVE - employees must be given opportunities to get involved and share their ideas ESPRIT DE CORPS - managers should continuously provide encouragement to employees to foster trust Max Weber is a German sociologist who believed that the most efficient way to set up and manage an organization is having bureaucracy. In bureaucracy, an individual is treated with equality. According to Henry Mintzberg, there are ten (10) roles that a manager performs, and they are grouped into three categories. INFORMATIONAL - the manager provides information FIGUREHEAD - people look up to the manager as a person with authority LEADER - where he/she manages the performance and responsibilities of everyone LIAISON - managers must communicate with internal and external contacts INTERPERSONAL - processing information MONITOR - manager regularly seeks out information DISSEMINATOR - the manager communicates potentially useful information to his/her colleagues and team SPOKESPERSON - managers represent and speak for their organization DECISIONAL - using information ENTREPRENEUR - manager creates and controls change within the organization. This means solving problems, generating new ideas, and implementing them DISTURBANCE-HANDLER - when an organization or team hits an unexpected roadblock, it is the manager who must take charge NEGOTIATOR - they may be needed to take part in, and direct, important negotiations within their team, department, or organization RESOURCE ALLOCATOR - a manager also needs to determine where organizational resources are best applied MANAGEMENT & LEADERSHIP SKILLS - setting priorities, delegating, motivating and developing the people under him/her COMMUNICATION SKILLS - creates a compelling presentation to support company goals and get buy-in for ideas, inspires others to achieve better results and demonstrate emotional intelligence CRITICAL THINKING SKILLS - needed to approach problem solving logically, research options, avoid biases and focuses on meaningful data COLLABORATION SKILLS - can value and celebrate differences, build rapport, form alliances and negotiate effectively FINANCE SKILLS - skill in weighing financial or budgetary implications PROJECT MANAGEMENT SKILLS - skill to grasp the scope and objectives of projects, recognize the roles and responsibilities of others TOP MANAGEMENT - Managers occupy the highest position in the organization. They are responsible for strategic planning and decision making. MIDDLE MANAGEMENT - They are managers of departments, division heads and other functional departments. FIRST-LINE MANAGEMENT - This includes supervisors of production divisions (that is, foremen and brigadiers) responsible for the implementation of decisions and who have direct control of tasks realization’s process.